Structure in Threes: Business Continuity / Disaster Recovery

Several months back I had released the first four parts of a White Paper Series on Business Continuity / Disaster Recovery Strategy for Microsoft’s Services.  During my research & brainstorming efforts for the series I became aware of just how fragmented the entire domain was.  There are efforts in Finance; Information Technology; and Corporate Governance, Risk and Compliance functions.  However, collaboration between these functions on the topic of protecting the corporation are often non-existent.   This fact become further evident to me during a discussion I had yesterday around an old engagement on Y2K mitigation.  I was discussing an old consulting engagement with a group director.  He had wanted to get a handle on “How I Think”  –I though it reasonable, but unlikely to succeed objective, but was willing to give him the best opportunity to do such.  The unfortunate think about discussions like this is these require similar knowledge bases and context as often terms and concepts are used to relay deeper meanings.  If you’re not aware of these materials its like hearing a foreign language; you may pick up some of the tone of the conversation but the deeper meanings are lost.

To continue while discussing the engagement I had started to think about how to integrate these three Business Continuity / Disaster Recovery function’s focus around ensuring business survival in context to Portfolio Management.  Clearly, the financial planning specialist consider these goals.  Then another recent request for information and conversation came back to me regarding the Future of Wealth Management Branches.  This past year I’ve been getting lots of inquiries from various Wealth Management and associated  groups about what they can do for me.  Or may be I’m just more attune to the messages this year due to the topics I’ve been researching and developing Intellectual Property around.   From the synthesis and analysis of the data I had been collecting, the financial services industry around this topic was just as fragmented as businesses itself.

–As an side, it was appearing to me to become the organizational equivalent of a Fractal, now you see why I though understanding my thinking process was going to be difficult.  I’m continually developing broader and deeper knowledge base, like most people…however, I spend time generalizing these into patterns and looking how to connect and integrate these into my broader knowledge base.  This was the foundation for my company Intellectual Arbitrage Group.  Which later I discovered a small collective of other people are doing also; Genrich Altshuller whose methodology TRIZ is a brilliant formalization of the process I go through is one example.–

So as I review the outline for my book project I’m starting to see another thread develop which also looks to be another triad.